ATTP 5-0.1 Commander and Staff Officer Guide - Army Electronic ...

Update Running Estimates
The Military Decisionmaking Process
4-19. While gathering the necessary tools for planning, each staff section begins updating its running
estimate—especially the status of friendly units and resources and key civil considerations that affect each
functional area. Running estimates not only compile critical facts and assumptions from the perspective of
each staff section, but also include information from other staff sections and other military and civilian
organizations. While listed at the beginning of the MDMP, this task of developing and updating running
estimates continues throughout the MDMP and the operations process.
Conduct Initial Assessment
4-20. During receipt of mission, the commander and staff conduct an initial assessment of time and
resources available to plan, prepare, and begin execution of an operation. This initial assessment helps
commanders determine—
� The time needed to plan and prepare for the mission for both headquarters and subordinate units.
� Guidance on design and abbreviating the MDMP, if required.
� Which outside agencies and organizations to contact and incorporate into the planning process.
� The staff’s experience, cohesiveness, and level of rest or stress.
4-21. This assessment primarily identifies an initial allocation of available time. The commander and staff
balance the desire for detailed planning against the need for immediate action. The commander provides
guidance to subordinate units as early as possible to allow subordinates the maximum time for their own
planning and preparation of operations. As a rule, commanders allocate a minimum of two-thirds of
available time for subordinate units to conduct their planning and preparation. This leaves one-third of the
time for commanders and their staff to do their planning. They use the other two-thirds for their own
preparation. Time, more than any other factor, determines the detail to which the commander and staff can
plan.
4-22. Based on the commander’s initial allocation of time, the COS (XO) develops a staff planning
timeline that outlines how long the headquarters can spend on each step of the MDMP. The staff planning
timeline indicates what products are due, who is responsible for them, and who receives them. It includes
times and locations for meetings and briefings. It serves as a benchmark for the commander and staff
throughout the MDMP.
Issue the Commander’s Initial Guidance
4-23. Once time is allocated, the commander determines whether to initiate design, conduct design and
MDMP in parallel, or proceed directly into the MDMP without the benefits of formal design activities. In
time-sensitive situations where commanders decide to proceed directly into the MDMP, they may also
issue guidance on how to abbreviate the process. Having determined the time available together with the
scope and scale of the planning effort, commanders issue initial planning guidance. Although brief, the
initial guidance includes, but is not limited to—
� Initial time allocations.
� A decision to initiate design or go straight into the MDMP.
� How to abbreviate the MDMP, if required.
� Necessary coordination to exchange liaison officers.
� Authorized movements and initiation of any reconnaissance and surveillance.
� Collaborative planning times and locations.
� Initial information requirements.
� Additional staff tasks.
Issue the Initial Warning Order
4-24. The last task in receipt of mission is to issue a WARNO to subordinate and supporting units. This
order includes at a minimum the type of operation, the general location of the operation, the initial timeline,
and any movement or reconnaissance to initiate.
14 September 2011 ATTP 5-0.1 4-5